Profile Robert Marshak

Robert MarshakDistinguished Scholar in ResidenceDepartment of Public Administration and Policy

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Degrees

Ph.D. Public Administration, American University M.P.A., Public Administration, American University B.A., Political Science, Duke University

Bio

Dr. Marshak has taught organization dynamics and change leadership in SPA since 1977. His areas of expertise include: organizational change and development, dialogic organization development, organizational discourse, and organization theory and behavior. Dr. Marshak has served on the Boards of NTL Institute and the Organization Development Network, and was Acting Editor of the Journal of Applied Behavioral Science. He received the OD Network’s Lifetime Achievement Award, the Organization Development and Change Division of the Academy of Management's Distinguished Educator Award,and is the author or co-editor of 3 books and more than 90 publications on consulting and change. Dr. Marshak also held senior executive level positions in policy and management analysis in the US Government.

Visiting Fellowship awarded by the Institute of Advanced Study, University of Warwick, Coventry, England, May 2008

University Faculty Award for Outstanding Teaching in an Adjunct Appointment, American University, 2001

Lifetime Achievement Award, Organization Development Network, 2000

Professional Presentations

Marshak, R.J. (2015) “Thoughts on Transformational Change in Government Systems.” Presentation for British Civil Service Organisation Development and Design Summit Conference, London, January 27, 2015.

Marshak, R. J. “The Power of Conceptual Metaphors to Shape Organization Strategy and Change.” Keynote address for the Metaphor in Strategy and Organization Workshop, Warwick Business School, University of Warwick, Coventry, England, 2008.

AU Experts

Area of Expertise

Additional Information

Robert J. Marshak has more than 35 years of experience consulting with public and private corporations globally and is the author of Organizational Change: Views from the Edge (the Lewin Center, 2009) and Covert Processes at Work: Managing the Five Hidden Dimensions of Organizational Change (Berrett-Koehler Publishers, 2006).